On 21 Nov 96 at 12:04, GA RANDELL wrote:
> Years of trying to inculcate the skill of bringing about
> organisational change in senior managers, which it what it is, has lead me
> to a very simple view about where you start with them. It is training them
> ,with the use of role plays and tutors, in how to ask open and probing
> questions, and training them out of the use of leading questions!
It is rare to find people who focus on the little things (the macro
behaviours that I believe are essential for change leadership, or for that
matter, almost anything. I have come to a similar conclusion, that while
the big picture stuff (philosophy, etc) is important, the biggest lapses I
see in my consulting practice lie with the basic stuff. I can't tell you
how many times I have met executives that can do chapter and verse on TQM,
or LO, or the latest attraction, but through their everyday behaviour,
illustrate their non-understanding of the meaning of those approaches as
translated into action.
> For all our research here at Bradford has clearly demonstrated
> that unless and until a manager can use information gathering questions
> skilfully and then listen to the answers they will never be an effective
> leader of people. So to answer your request, this is where you should
> start!
I have a feeling the skill set is wider or can be wider. I am working on
the communication side to define these skill sets, first with respect to
creating a cooperative work environment, and also with respect to the
management issues talked about here. Certainly questioning is part of it,
and so is listening.
I am trying to go further to look at the even littler dynamics of
questioning so that the process is likely to be perceived as constructive,
rather than manipulative, due to the way our society often uses questions.
Robert Bacal, Bacal & Associates, rbacal@escape.ca
Join us at our Resource Centre at
http://www.winnipeg.freenet.mb.ca/~dbt359
Phone: (204) 888-9290
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